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Larry Ellison reveals the $1B management wall that forced Oracle to replace almost its entire leadership team. "We hit a wall." "We reached a billion dollars in revenue." "The people who were running a billion dollar company were the same people that would run the company when we were...

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andrew engler

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213,764 views • 26 days ago •via X (Twitter)

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Mark Zuckerberg explains why turning down Yahoo's $1 billion Facebook offer hurt in a way nobody expected: "Yahoo came in with this really meaningful offer. I mean, a billion." "We had 10 million people using the product... It wasn't obvious we were going to succeed far beyond that." "The painful part wasn't turning down the offer. It was that huge amounts of the company quit... the whole management team was gone within about a year."
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Mark Zuckerberg explains why turning down Yahoo's $1 billion Facebook offer hurt in a way nobody expected: "Yahoo came in with this really meaningful offer. I mean, a billion." "We had 10 million people using the product... It wasn't obvious we were going to succeed far beyond that." "The painful part wasn't turning down the offer. It was that huge amounts of the company quit... the whole management team was gone within about a year."

andrew engler

1,441,641 views • 1 month ago

There comes a time when we have to let toxic & incompetent people leave! Don’t renew their term if you are their line manager or just tell them to leave because they are not there to serve but to further their politics. As a leader, you are appointed to serve the country/company/institution and not to serve yourself. When a leader is accused of staff turnover then we must ask about the quality of the people who left. If the leader is accused of bullying we must ask what the allegedly bullied people were doing to be bullied like that. Leadership is NOT for sissies! We are busy nursing incompetent people while Rome is burning!! Our country needs bold & unapologetic leadership! #Leadership #DecisiveLeadership #Accountability
1:58

There comes a time when we have to let toxic & incompetent people leave! Don’t renew their term if you are their line manager or just tell them to leave because they are not there to serve but to further their politics. As a leader, you are appointed to serve the country/company/institution and not to serve yourself. When a leader is accused of staff turnover then we must ask about the quality of the people who left. If the leader is accused of bullying we must ask what the allegedly bullied people were doing to be bullied like that. Leadership is NOT for sissies! We are busy nursing incompetent people while Rome is burning!! Our country needs bold & unapologetic leadership! #Leadership #DecisiveLeadership #Accountability

Kgethi Phakeng, PhD(Wits); Hon DSc (UBristol)

31,967 views • 11 months ago

Tim Cook joined Apple in 1998 at a particularly difficult time for the company. "It was bleak. [Apple] had very little cash. We were still in the mode of making sure we could meet the payroll." "Those were difficult days. It wasn't inevitable that the company would succeed. I was advised, by the people who knew me best, not to come."
1:21

Tim Cook joined Apple in 1998 at a particularly difficult time for the company. "It was bleak. [Apple] had very little cash. We were still in the mode of making sure we could meet the payroll." "Those were difficult days. It wasn't inevitable that the company would succeed. I was advised, by the people who knew me best, not to come."

Kevin Carpenter

69,828 views • 4 months ago

"If Newsom were a Republican, you guys would have him nailed to a wall." "When we had the Surfside tower collapse, I had people from the Washington Post trying to blame me for it." "That Mayor of L.A. ..you know the fires are at high risk and you try to go to Africa?" - DeSantis
1:49

"If Newsom were a Republican, you guys would have him nailed to a wall." "When we had the Surfside tower collapse, I had people from the Washington Post trying to blame me for it." "That Mayor of L.A. ..you know the fires are at high risk and you try to go to Africa?" - DeSantis

Howard Mortman

920,834 views • 1 year ago

Adam rejected a $600 million acquisition offer. His company is worth $170 billion today: “I like running my own business. It’s hard to imagine me as an employee.” “We were just growing really quickly and doing $50 million of EBITDA and we started getting offers from other tech companies to buy us. We got an offer for $600 million in cash. The challenge with that was we were still growing 100% year over year. But there’s a lot of zeros in $600 million. The problem was between the time of seeing that number and getting to a deal, your business has grown a ton. I would have sold the company but not at that number. I ended up walking away from the deal.” —- I asked Adam what the number would have had to been and he said $1 billion. Turning down this deal was one of the best decisions of Adam’s career. This is what he said: “We would have left a lot of money on the table. Most businesses when they sell, they lose the opportunity to keep innovating. Had we done that none of us would have known what this company could have become.”
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Adam rejected a $600 million acquisition offer. His company is worth $170 billion today: “I like running my own business. It’s hard to imagine me as an employee.” “We were just growing really quickly and doing $50 million of EBITDA and we started getting offers from other tech companies to buy us. We got an offer for $600 million in cash. The challenge with that was we were still growing 100% year over year. But there’s a lot of zeros in $600 million. The problem was between the time of seeing that number and getting to a deal, your business has grown a ton. I would have sold the company but not at that number. I ended up walking away from the deal.” —- I asked Adam what the number would have had to been and he said $1 billion. Turning down this deal was one of the best decisions of Adam’s career. This is what he said: “We would have left a lot of money on the table. Most businesses when they sell, they lose the opportunity to keep innovating. Had we done that none of us would have known what this company could have become.”

David Senra

78,824 views • 1 month ago

"When we were living as refugees, we went to many places telling the international community that Rwanda was our home and that we wanted to return. Some people would come and raise the matter with the government that was in power here. The response they received was that Rwanda was too small and that there was no place for us to go. Imagine being told there is no place for you in the very country you came from. You cannot tell someone to remain where they are, to spend their entire life as a refugee, and for their children to grow up as refugees as well. I used to tell people, even at the beginning of our liberation struggle, that whatever treatment we received in the countries where we lived, they were not the people I had a grievance against. After all, it was my own country that had denied me the right to return because it claimed there was no room for me. The people I had a grievance against were those who had the responsibility to guarantee my rights in my own country, but instead denied them. Those were the people we had to confront. And that is exactly what happened." President Kagame | Indangamirwa 16th Cohort #MeetThePresident
3:10

"When we were living as refugees, we went to many places telling the international community that Rwanda was our home and that we wanted to return. Some people would come and raise the matter with the government that was in power here. The response they received was that Rwanda was too small and that there was no place for us to go. Imagine being told there is no place for you in the very country you came from. You cannot tell someone to remain where they are, to spend their entire life as a refugee, and for their children to grow up as refugees as well. I used to tell people, even at the beginning of our liberation struggle, that whatever treatment we received in the countries where we lived, they were not the people I had a grievance against. After all, it was my own country that had denied me the right to return because it claimed there was no room for me. The people I had a grievance against were those who had the responsibility to guarantee my rights in my own country, but instead denied them. Those were the people we had to confront. And that is exactly what happened." President Kagame | Indangamirwa 16th Cohort #MeetThePresident

Presidency | Rwanda

213,111 views • 8 days ago

Elon Musk: If you are creating a company or joining a company the most important thing is to attract great people "If you are creating a company or joining a company the most important thing is to attract great people, so either be with or join a group that's amazing that you really respect, or if you have building a company you have to gather great people I mean all the company is a group of people that have gathered together to create a product or service and so depending upon how talented and hardworking that group is, and the degree to which they're focused, cohesively, and in a good direction, that will determine the success of the company Do everything you can to gather great people, if you are creating a company"
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Elon Musk: If you are creating a company or joining a company the most important thing is to attract great people "If you are creating a company or joining a company the most important thing is to attract great people, so either be with or join a group that's amazing that you really respect, or if you have building a company you have to gather great people I mean all the company is a group of people that have gathered together to create a product or service and so depending upon how talented and hardworking that group is, and the degree to which they're focused, cohesively, and in a good direction, that will determine the success of the company Do everything you can to gather great people, if you are creating a company"

SMX 🇺🇸

12,251 views • 4 months ago

The COVID-19 period was very uncertain. Yet, I had the confidence that I had a leader and a team who were supporting me every day and every minute. There were unimaginable challenges, but despite them, there was a certain confidence that we would not be in it for too long or too deeply. At the same time, we kept our ears to the ground. We needed to listen to people. I think once we adopted that as our approach, to offer solutions, provide support and stand by the people, a sense of confidence emerged in me. — Smt Nirmala Sitharaman during a conversation with Shri Mark Laitflang Stone in Shillong, Meghalaya.
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The COVID-19 period was very uncertain. Yet, I had the confidence that I had a leader and a team who were supporting me every day and every minute. There were unimaginable challenges, but despite them, there was a certain confidence that we would not be in it for too long or too deeply. At the same time, we kept our ears to the ground. We needed to listen to people. I think once we adopted that as our approach, to offer solutions, provide support and stand by the people, a sense of confidence emerged in me. — Smt Nirmala Sitharaman during a conversation with Shri Mark Laitflang Stone in Shillong, Meghalaya.

Nirmala Sitharaman Office

19,124 views • 1 year ago

"The reason I didn’t move to Silicon Valley is I knew how to create geographical consensus in the eastern seaboard, that Shopify is the best company to work for, full stop. I knew I had the ability to do it, I knew how to build a company that I would want to work for. I estimated I will need somewhere between a thousand people, back in those days, I’m like, 'I'm going to find another thousand people that think like me how good a company needs to be to work for. I can dislodge all of them.'" — tobi lutke
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"The reason I didn’t move to Silicon Valley is I knew how to create geographical consensus in the eastern seaboard, that Shopify is the best company to work for, full stop. I knew I had the ability to do it, I knew how to build a company that I would want to work for. I estimated I will need somewhere between a thousand people, back in those days, I’m like, 'I'm going to find another thousand people that think like me how good a company needs to be to work for. I can dislodge all of them.'" — tobi lutke

David Senra

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This clip from Strategy's call is worth watching: "I want $MSTR to stand for Monster...We want to be the company that provides a comfortable retirement to a billion people and change the world" Strengthens my confidence in $MSTR management, and their strategy.
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This clip from Strategy's call is worth watching: "I want $MSTR to stand for Monster...We want to be the company that provides a comfortable retirement to a billion people and change the world" Strengthens my confidence in $MSTR management, and their strategy.

Mark Harvey

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Dwyane Wade speaks on how much the 2006 Heat team would party during the season 💀 “We were out in them streets. We were hanging, we were partying. We had guys coming in 6,7 in the morning. We was living in Miami! The same thing the visitors were doing, that’s what guys on our team was doing… Shaq had to be like ‘Riles can you push practice back?’ It wasn’t a team that was so strict. If you come into the year and say these are the things your supposed to do to win a championship, we didn’t do that away from the court. That wasn’t a team I looked at like ‘oh yeah, we gonna win.’ We just so happened to start clicking at the right time… We were building our relationship like ‘to the windowwww, to the wall!’ We were hanging… Miami was on fire. We turned Miami into a whole different culture once we started winning. We were the first set of the Heatles. We had to manage guys enjoying that but also get work done on the court… it seemed like a unserious group away from the game but We had guys they knew how to turn it on, and I got really good” (Via Zach Lowe / DWade)
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Dwyane Wade speaks on how much the 2006 Heat team would party during the season 💀 “We were out in them streets. We were hanging, we were partying. We had guys coming in 6,7 in the morning. We was living in Miami! The same thing the visitors were doing, that’s what guys on our team was doing… Shaq had to be like ‘Riles can you push practice back?’ It wasn’t a team that was so strict. If you come into the year and say these are the things your supposed to do to win a championship, we didn’t do that away from the court. That wasn’t a team I looked at like ‘oh yeah, we gonna win.’ We just so happened to start clicking at the right time… We were building our relationship like ‘to the windowwww, to the wall!’ We were hanging… Miami was on fire. We turned Miami into a whole different culture once we started winning. We were the first set of the Heatles. We had to manage guys enjoying that but also get work done on the court… it seemed like a unserious group away from the game but We had guys they knew how to turn it on, and I got really good” (Via Zach Lowe / DWade)

Heat Central

77,880 views • 5 months ago

.tobi lutke says most companies think about recruiting backwards: “My job is to make a company worthy for the best and brightest to work for. This is the part everyone skips. Everyone is like “We need a better recruiting team.” When you just need to be worthy of the kind of talent you would like to have. Talent eventually takes care of itself. There are not that many good companies to work for. There are not many companies that deserve the attention of people who are the most capable people, because those people have the option to start their own companies.”
1:15

.tobi lutke says most companies think about recruiting backwards: “My job is to make a company worthy for the best and brightest to work for. This is the part everyone skips. Everyone is like “We need a better recruiting team.” When you just need to be worthy of the kind of talent you would like to have. Talent eventually takes care of itself. There are not that many good companies to work for. There are not many companies that deserve the attention of people who are the most capable people, because those people have the option to start their own companies.”

David Senra

104,661 views • 2 months ago

Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”
3:02

Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”

Startup Archive

162,101 views • 2 years ago

Elon Musk on raising capital: “You have to show investors that you’re all in” “Tesla almost died in 2008,” Elon explains. “The recession was particularly difficult for car companies, and in the summer of 2008 we had to raise a big funding round. But because of the collapse in the financial system, that funding round didn’t happen and we had to piece together money to keep the company going from myself and existing investors. We were able to complete a financing round that was just barely enough to keep the company going, and we closed it on the last hour of the last day that it was possible to do so. It was Christmas Eve 2008 at 6pm . . . and we would have run out of money a few days after Christmas.” Elon continues: “So while things are going really well these days, I think it’s always important to remember that when you’re creating a company, there are very dark times and it’s about getting through those dark times. That’s the difference between success and failure.” He offers the following advice to aspiring founders: “A company is a group of people gathered together to create a product or service. That’s really all a company is. So you have to really believe in what you’re creating and know in your heart and mind that this is something that matters and that the world ought to have.” Believing whole-heartedly in what your building is especially important for raising capital, Elon argues: “I think it’s important to show investors that you’re all in. For example with Tesla, the fact that I invested all the money I had and was all in — I literally had to borrow money from friends to pay rent in 2008 — made a huge difference to investors and convinced them to invest in Tesla at the same time that GM and Chrysler were going bankrupt. I think you have to show them that you really care, that you’ve got skin in the game, and that you’ve given it everything you’ve got. Then the other people at the company will follow suit, as will investors. I did that at both SpaceX and Tesla and think that’s really fundamental.” Elon also urges founders to only hire people who are passionate about what you’re building: “When you hire people, what you’re really trying to do is convince people to join you in the endeavor. You should hire people who are also passionate about what you’re doing . . . they need to really care about what they’re doing. Then they will stay during the dark times.” Source: Montana Jobs Summit (Nov 2013)
3:29

Elon Musk on raising capital: “You have to show investors that you’re all in” “Tesla almost died in 2008,” Elon explains. “The recession was particularly difficult for car companies, and in the summer of 2008 we had to raise a big funding round. But because of the collapse in the financial system, that funding round didn’t happen and we had to piece together money to keep the company going from myself and existing investors. We were able to complete a financing round that was just barely enough to keep the company going, and we closed it on the last hour of the last day that it was possible to do so. It was Christmas Eve 2008 at 6pm . . . and we would have run out of money a few days after Christmas.” Elon continues: “So while things are going really well these days, I think it’s always important to remember that when you’re creating a company, there are very dark times and it’s about getting through those dark times. That’s the difference between success and failure.” He offers the following advice to aspiring founders: “A company is a group of people gathered together to create a product or service. That’s really all a company is. So you have to really believe in what you’re creating and know in your heart and mind that this is something that matters and that the world ought to have.” Believing whole-heartedly in what your building is especially important for raising capital, Elon argues: “I think it’s important to show investors that you’re all in. For example with Tesla, the fact that I invested all the money I had and was all in — I literally had to borrow money from friends to pay rent in 2008 — made a huge difference to investors and convinced them to invest in Tesla at the same time that GM and Chrysler were going bankrupt. I think you have to show them that you really care, that you’ve got skin in the game, and that you’ve given it everything you’ve got. Then the other people at the company will follow suit, as will investors. I did that at both SpaceX and Tesla and think that’s really fundamental.” Elon also urges founders to only hire people who are passionate about what you’re building: “When you hire people, what you’re really trying to do is convince people to join you in the endeavor. You should hire people who are also passionate about what you’re doing . . . they need to really care about what they’re doing. Then they will stay during the dark times.” Source: Montana Jobs Summit (Nov 2013)

Startup Archive

22,582 views • 1 month ago

If you take strong action and it is very different action from what your country has known before...you can only be confident that your action is right if it is founded on strong principles. Mine was founded on the belief that governments are there to serve the liberties of the people under a rule of law, a free enterprise economy, and strong defence. After we lost the election in 1974, and the Labour Government came in, we had departed from our fundamental principles. And I set up a great study with many people—not only politicians but businessmen, academics, journalists—and we redrafted our whole principles. From the principles, we decided the policies and we sorted out what needed to be done and how it was to be done when we got into power. That took four years. I had confidence we were in the right and our policies would achieve the right. Although, as you know, great change means great dislocation. We had to cut expenditure; we had to privatise; we had to get down taxation; we had to cut the bureaucracy. All of the people objected, and for two and a half years my name was marred. It's always difficult to do the right thing. But my father had taught me to persevere: It's easy to be a starter, but are you a sticker-to? It's easy enough to begin a job, it's harder to see it through. And I saw it through. After three years, all of a sudden, the good things in the economy began to show through. At the same time, we had the Falklands, and against all odds we won. Although, the world thought it was really rather astonishing that Britain sent a fleet 8,000 miles away into the bitter cold Antarctic against a foe that had air cover from land when we only had it from aircraft carriers. So the two reinforced one another. But I couldn't have done it unless I had been confident that we had the right principles and that if we persisted, it would show through to the benefit of our people. I was never defeated in an election by the people of my country. That is my proudest boast.
2:48

If you take strong action and it is very different action from what your country has known before...you can only be confident that your action is right if it is founded on strong principles. Mine was founded on the belief that governments are there to serve the liberties of the people under a rule of law, a free enterprise economy, and strong defence. After we lost the election in 1974, and the Labour Government came in, we had departed from our fundamental principles. And I set up a great study with many people—not only politicians but businessmen, academics, journalists—and we redrafted our whole principles. From the principles, we decided the policies and we sorted out what needed to be done and how it was to be done when we got into power. That took four years. I had confidence we were in the right and our policies would achieve the right. Although, as you know, great change means great dislocation. We had to cut expenditure; we had to privatise; we had to get down taxation; we had to cut the bureaucracy. All of the people objected, and for two and a half years my name was marred. It's always difficult to do the right thing. But my father had taught me to persevere: It's easy to be a starter, but are you a sticker-to? It's easy enough to begin a job, it's harder to see it through. And I saw it through. After three years, all of a sudden, the good things in the economy began to show through. At the same time, we had the Falklands, and against all odds we won. Although, the world thought it was really rather astonishing that Britain sent a fleet 8,000 miles away into the bitter cold Antarctic against a foe that had air cover from land when we only had it from aircraft carriers. So the two reinforced one another. But I couldn't have done it unless I had been confident that we had the right principles and that if we persisted, it would show through to the benefit of our people. I was never defeated in an election by the people of my country. That is my proudest boast.

Margaret Thatcher

11,205 views • 1 year ago

Elon Musk on raising capital: “You have to show investors that you’re all in” “Tesla almost died in 2008,” Elon explains. “The recession was particularly difficult for car companies, and in the summer of 2008 we had to raise a big funding round. But because of the collapse in the financial system, that funding round didn’t happen and we had to piece together money to keep the company going from myself and existing investors. We were able to complete a financing round that was just barely enough to keep the company going, and we closed it on the last hour of the last day that it was possible to do so. It was Christmas Eve 2008 at 6pm . . . and we would have run out of money a few days after Christmas.” Elon continues: “So while things are going really well these days, I think it’s always important to remember that when you’re creating a company, there are very dark times and it’s about getting through those dark times. That’s the difference between success and failure.” He offers the following advice to aspiring founders: “A company is a group of people gathered together to create a product or service. That’s really all a company is. So you have to really believe in what you’re creating and know in your heart and mind that this is something that matters and that the world ought to have.” Believing whole-heartedly in what your building is especially important for raising capital, Elon argues: “I think it’s important to show investors that you’re all in. For example with Tesla, the fact that I invested all the money I had and was all in — I literally had to borrow money from friends to pay rent in 2008 — made a huge difference to investors and convinced them to invest in Tesla at the same time that GM and Chrysler were going bankrupt. I think you have to show them that you really care, that you’ve got skin in the game, and that you’ve given it everything you’ve got. Then the other people at the company will follow suit, as will investors. I did that at both SpaceX and Tesla and think that’s really fundamental.” Elon also urges founders to only hire people who are passionate about what you’re building: “When you hire people, what you’re really trying to do is convince people to join you in the endeavor. You should hire people who are also passionate about what you’re doing . . . they need to really care about what they’re doing. Then they will stay during the dark times.”
3:29

Elon Musk on raising capital: “You have to show investors that you’re all in” “Tesla almost died in 2008,” Elon explains. “The recession was particularly difficult for car companies, and in the summer of 2008 we had to raise a big funding round. But because of the collapse in the financial system, that funding round didn’t happen and we had to piece together money to keep the company going from myself and existing investors. We were able to complete a financing round that was just barely enough to keep the company going, and we closed it on the last hour of the last day that it was possible to do so. It was Christmas Eve 2008 at 6pm . . . and we would have run out of money a few days after Christmas.” Elon continues: “So while things are going really well these days, I think it’s always important to remember that when you’re creating a company, there are very dark times and it’s about getting through those dark times. That’s the difference between success and failure.” He offers the following advice to aspiring founders: “A company is a group of people gathered together to create a product or service. That’s really all a company is. So you have to really believe in what you’re creating and know in your heart and mind that this is something that matters and that the world ought to have.” Believing whole-heartedly in what your building is especially important for raising capital, Elon argues: “I think it’s important to show investors that you’re all in. For example with Tesla, the fact that I invested all the money I had and was all in — I literally had to borrow money from friends to pay rent in 2008 — made a huge difference to investors and convinced them to invest in Tesla at the same time that GM and Chrysler were going bankrupt. I think you have to show them that you really care, that you’ve got skin in the game, and that you’ve given it everything you’ve got. Then the other people at the company will follow suit, as will investors. I did that at both SpaceX and Tesla and think that’s really fundamental.” Elon also urges founders to only hire people who are passionate about what you’re building: “When you hire people, what you’re really trying to do is convince people to join you in the endeavor. You should hire people who are also passionate about what you’re doing . . . they need to really care about what they’re doing. Then they will stay during the dark times.”

Startup Archive

65,685 views • 8 months ago

Boom Supersonic CEO Blake Scholl: How to Build a Startup Team "We had to build a team where the incumbents were culturally the antithesis of what we needed to be. I am not aware of any Boeing entrepreneurial people. We had to find people who are incredibly good technically, but also have the right startup gearing ratio to move fast and be efficient." 's Blake Scholl 🛫 with logan bartlett on The Logan Bartlett Show
0:47

Boom Supersonic CEO Blake Scholl: How to Build a Startup Team "We had to build a team where the incumbents were culturally the antithesis of what we needed to be. I am not aware of any Boeing entrepreneurial people. We had to find people who are incredibly good technically, but also have the right startup gearing ratio to move fast and be efficient." 's Blake Scholl 🛫 with logan bartlett on The Logan Bartlett Show

Overlap: Business & Tech

19,849 views • 1 year ago

Jurgen Klopp on rejecting the Germany job in 2023: "I didn't want to. I couldn't leave Liverpool like that. There was a team, there were people with whom I had a relationship. I wanted to fix it again. That was important to me.” ❤️
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Jurgen Klopp on rejecting the Germany job in 2023: "I didn't want to. I couldn't leave Liverpool like that. There was a team, there were people with whom I had a relationship. I wanted to fix it again. That was important to me.” ❤️

Kopoholic

262,214 views • 8 months ago